Project portfolio management – There’s more to it than what management enacts

Blichfeldt, Bodil Stilling; Eskerod, Pernille

doi:10.1016/j.ijproman.2007.06.004

Cited by 224 publications

(165 citation statements)

References 17 publications

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“…the re-prioritization or termination of projects, re-allocation of resources, exploitation of synergies) (Blichfeldt and Eskerod, 2008;Blomquist and Müller, 2006;Unger et al, 2012). Through these processes, portfolio management implements the business strategy through coordinating decision-making about project investments, balancing risk and resources and maximizing the value of the project portfolio (Cooper et al, 2001;Jonas et al, 2013;Voss and Kock, 2013).…”

Section: Strategy Implementation and Project Portfolio Successmentioning

confidence: 99%

“…Research on project portfolio management from a strategic perspective repeatedly emphasizes the importance of the prioritization and selection phase (Archer and Ghasemzadeh, 2004;Blichfeldt and Eskerod, 2008;Dietrich and Lehtonen, 2005;Englund and Graham, 1999;Müller et al, 2008).…”

Section: Deliberate Strategy Implementation and Project Portfolio Sucmentioning

confidence: 99%

“…Several studies highlight that focusing only on the realization of deliberate strategies may hinder innovation or even threaten a company's survival (Burgelman, 1994;Fredrickson and Mitchell, 1984;Hart, 1992;Maniak and Midler, 2014). In a comprehensive exploratory interview-based study Blichfeldt and Eskerod (2008) point out that companies typically have a plethora of 'under-the-radar' projects not managed or considered within project portfolio management frameworks. Project portfolio management is not only a structured and rational top-down driven process, but also 'can be viewed as negotiation and bargaining and as structural reconfiguration' (Martinsuo, 2013, p. 794) where project portfolios are not only deliberate but also emergent and affected by unplanned changes.…”

Section: Emerging Strategy Recognition and Project Portfolio Successmentioning

confidence: 99%

See 2 more Smart Citations

The role of project portfolio management in fostering both deliberate and emergent strategy

Kopmann

Kock

Killen

et al. 2017

International Journal of Project Management

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Formal strategy processes have been shown to be insufficient in shaping strategy, particularly in turbulent environments. Emerging strategies that constitute independently from deliberate top-down strategy processes are important for organizational adaptability.This study explores strategic control mechanisms at the project portfolio level and their influence on emergent and deliberate strategies. Based on a sample of 182 firms, we show that both deliberate and emerging strategies positively influence project portfolio success, complementing each other. In turbulent environments, the relevance of deliberate strategy implementation decreases. Strategic control activities not only fosters the implementation of intended strategies, but also discloses strategic opportunities by unveiling emerging patterns.Furthermore, we find that deliberate strategy implementation and emerging strategy recognition mediate the performance impact of strategic control. Our findings suggest that strategic control at the project portfolio level has an important role to play in the purposeful management of emergent strategies.

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Section: Strategy Implementation and Project Portfolio Successmentioning

confidence: 99%

Section: Deliberate Strategy Implementation and Project Portfolio Sucmentioning

confidence: 99%

Section: Emerging Strategy Recognition and Project Portfolio Successmentioning

confidence: 99%

See 1 more Smart Citation

The role of project portfolio management in fostering both deliberate and emergent strategy

Kopmann

Kock

Killen

et al. 2017

International Journal of Project Management

View full text Add to dashboard Cite

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“…Such Bmegaprojects^typically use traditional project management methods and are often associated with large cost overruns and delays as the considerable complexities are difficult to manage effectively (Flyvbjerg 2014;Giezen 2012). For companies engaged in development programmes, effective portfolio management is critical for managing the exponential growth of interdependencies and mitigating associated risks (Blichfeldt and Eskerod 2008). However, the iterative nature of agile methods introduces new challenges in portfolio management that necessitate different patterns of action (Nerur and Balijepally 2007;Stettina and Horz 2015).…”

Section: Introductionmentioning

confidence: 99%

Exploring software development at the very large-scale: a revelatory case study and research agenda for agile method adaptation

et al. 2017

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Agile development methods were believed to best suit small, co-located teams, but the success in small teams has inspired use in large and very large-scale software development. However, fundamental assumptions of agile development are challenged when applying the methods at a very large scale. An interpretative revelatory case study on one of the largest software development programmes in Norway shows how agile methods were adapted and complemented with practices from traditional methods to handle the scale. The programme ran over four years with 12 colocated development teams and a total of 175 people involved. The case study was conducted retrospectively using group interviews with 24 participants and documents. Findings on key challenging areas are reported: customer involvement, software architecture, and inter-team coordination. The revelatory study also suggests refinements of a research agenda for very large-scale agile development. Empir Software Eng (2018) 23:490-520

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“…The project approach can cause delays and resource problems without proper management, that is, portfolio management (Blichfeldt-Eskerod, 2008). A study made in 2004 points out that a high level of acceptance of PPM in the organization clearly leads to a decrease in project-related problems and an increase of performance (De Reyck et al, 2005).…”

Section: Introductionmentioning

confidence: 99%

Ranking Projects in Multi-Criteria Environment

Sebestyén¹,

Tóth²

2015

OTMCJ

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In the construction industry, the way the company manages its projects is a fundamental issue. IT tools supporting project portfolio management have become widely available and widely used, however, some of their processes still significantly need to be refined and made more accurate. Choosing the right project is a vital element of their way to success or failure. This also means that when a building project becomes value-destroying, it has to be suspended, or even stopped. Making such decisions is vitally important for the company. The paper presents an integrated project prioritization model, which includes both financial and non-financial criteria. The conceptual idea is to integrate the financial element with the most widely used non-financial points of view that are already applied, tested and published in the relevant literature separately. The authors go over the steps of PPM one by one and in addition to the ranking of the outlined projects, also briefly summarize the basics of monitoring.

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Project portfolio management – There’s more to it than what management enacts

Cited by 224 publications

References 17 publications

The role of project portfolio management in fostering both deliberate and emergent strategy

The role of project portfolio management in fostering both deliberate and emergent strategy

Exploring software development at the very large-scale: a revelatory case study and research agenda for agile method adaptation

Ranking Projects in Multi-Criteria Environment

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